As we’ve seen, the Growth Gears principle offers a framework for making an important shift in leadership; applying market focus to grow a company instead of simply running it. Each gear adds depth and power to this new mindset, so now let’s see how applying agility can give the gears a serious boost.
Innovation happens at the speed of light and agility can make or break a company. Organizations that anticipate and adapt to market changes are far more likely to thrive and the same holds true for leaders. I like to use parenting as an example here. If you have raised kids, or are in the process of doing so, you likely know that different tactics are needed for different situations.
Letting a toddler’s tantrum play out to the bitter end at home is one thing, but you probably wouldn’t take the same approach in the middle of the grocery store. I had a personal moment in a grocery store when my approach led to a full-on meltdown over a coloring book. As I look back, I might have been able to avoid this by using a calm voice to soothe my unhappy child.
On the other hand, when that same child enthusiastically expressed her love for animals with less than gentle petting, a less calm voice was required to help avoid the danger she did not know would ensue.
As with parents, applying a flexible, agile mindset creates leaders who are more creative in their thinking, more visionary when viewing their organization and customers, and more collaborative with teams, peers and stakeholders. Agility also lets leaders confidently make decisions in the real world, where chaos likely reigns.
The book “Leadership Agility”, authored by Bill Joiner and Stephen Josephs, explores the concept that true agility is achieved through reflective action:
- Focusing on the issue at hand
- Stepping back to broaden one’s perspective
- Reflecting to gain a deeper view
- Taking action that makes use of this broader, deeper perspective
Do you notice how these four steps parallel the Growth Gears’ insight/strategy/execution formula?
Reflective action is crucial to developing agility because it builds muscle memory that leaders draw on during times of change and pressure, allowing them to lead and make decisions on their feet. Of course, achieving leadership agility takes effort and the Leadership Agility book identifies three “levels” of leadership agility along a developmental spectrum.
Expert Leader
Luis swings between strongly asserting his opinion or reigning it in, depending on who he’s talking to. He also tends to avoid giving or asking for feedback and acts as if he believes leadership is all about using authority and expertise. Luis is passionate about problem solving and focuses on tactical changes rather than visualizing how he could influence the big picture. In terms of leadership, he is vulnerable to micromanaging.
Achiever Leader
Carrie operates with a strategic outcome orientation and acts from a position of believing her team is motivated when members contribute to larger, meaningful objectives. She invites feedback if it will help achieve those objectives, and her leadership style in challenging conversations tends to be either assertive or receptive, but she can also draw on the opposite style to some extent. Because she maintains a strategic viewpoint, Carrie focuses on external factors that may impact the organization, holds strong views about the direction of the organization and works to build buy-in on those views.
Catalyst Leader
Varun acts on his belief that leaders should articulate their vision and forms teams to fulfill it, all while helping individuals reach their full potential. He proactively solicits feedback and learns from every diverse viewpoint, which creates an engaged team culture where members are empowered to facilitate change. Varun’s organizational viewpoint promotes engagement across all stakeholders and recognizes that input drives meaningful change and a sustainable organization that can respond to as-yet-unknown strategic challenges.
Moving from expert to achiever to catalyst profiles, it is easy to differentiate operations focused leaders from market focused ones, and it’s evident that agility drives that shift. But, different situations benefit from different types of agility. As you’ll discover next, knowing which to apply and when is where leaders find their most effective selves.
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